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Hr Management

Workers Compensation Law Discussion

Hr Management

Postby Jiro » Thu Nov 24, 2016 11:20 pm

does management value human resource in any organization, and how can one tell
Jiro
 
Posts: 46
Joined: Tue Feb 11, 2014 11:36 am

Hr Management

Postby Dayle » Fri Nov 25, 2016 8:55 am

GUSTAV,

HERE IS SOME  USEFUL  MATERIAL.

REGARDS

LEO  LINGHAM

==========================================

1.MANAGEMENT   DOES  VALUE  HUMAN  RESOURCE.

BUT

"HR should earn their place/keep at the Executive table" HR needs to provide the strategy, structures and thinking that enable these people to be as effective as possible. This is where HR's strategic value comes into play, not in the minimisation of business risk through ensuring compliance. I would agree that not all HR people are capable of delivering real strategic value, but then, not all people in any professional discipline are capable of this. Basically you earn your place and you need to keep earning it .

HR  NEEDS  TO  CREATE   VISIBILITY   AND  CREDIBILITY.

HR  SHOULD  TAKE  LEAD  IN  DEVELOPING  ''HR  INITIATIVES''.

The  HR  initiatives  are  plans / programs  to  meet  the current  needs/  future needs  of  the  organization.

EXAMPLES

1.ONLINE  RECRUITMENT.

2.OUTSOURCING  OF  TRAINING.

These  initiatives have  priorities  as  per the  corporate  objectives/strategies.

-initiatives  needs/ priorities  could derive  from  MANAGEMENT  EXPECTATIONS.

-initiatives  needs/ priorities   could  derive from  the  HR  AUDITING.

-initiatives  needs/ priorities   could  derive from  the  special  STAFF  SURVEYS.

-initiatives needs / priorities could derive  from  the  EXTERNAL ENVIRONMENT/ INDUSTRY.

===============================================

WHAT  CAUSES  THE  RISE  OF  HR  INITIATIVES?

-as  the  economy  grows/declines, the  demand  for  HR resources changes  not  only  in  quantity   but  also  in  quality/ types.

-social  pressure  to  provide the right environment  for  employees.

-political  pressure  to employ  local  population, irrespective  of  skills/ knowledge.

-legal  challenges  to  recruitment /  compensation  on     discrimination .

-technology  changes  means  getting  right  type of  people or  provide  the  right  type  of training.

-competitive  pressure  to  get  the  right  talent at the  right  compensation.

-strategic  planning  seeks  strategic  HR  planning.

-BUDGET  constraint  put  pressure  on  HR  to get  the best  resources  for  the  least.

-sales / production  increases  in  business, puts  pressure on  HR    to  recruit  more.

-sales / production  decreases  in  business, puts  pressure on  HR    to  rationalise  recruitment.

-new  venture means  demand  for  new  type of  skills/ knowledge.

-acquisitions /  mergers  means  rationalization  of  HR.

-Organization  development   means  HR  implementing  new structure, new  culture, new  systems  etc.

-Job  redesign  means  HR  implementing  new  methods, new   process, new  systems  etc.

-Globalization  means   managing  HR  diversity, new  culture change, new  training  etc.

-HR    ISSUES   include  

*managing  retirement

*managing  voluntary  retirement  schemes

*managing  terminations

*managing  leave  of  absence.

*managing  part time  workers/ causals.

*managing  layoffs

-Balancing  the INTERNAL SUPPLY ESTIMATES  AND    EXTERNAL  SUPPLY  ESTIMATES. *INTERNAL  SUPPLY  ESTIMATES

-staff  skills  inventories

-management  inventories

-replacements  requirements

-transition  requirements

*EXTERNAL  SUPPLY  ESTIMATES

-labor  market  supply

-community  attitude

-demographic  trends

*MANAGING  WORK  OPTIONS

-shorter  weeks

-flexitime

-telecommuting

-virtual  organizations.

======================================== HR  INITATIVES  INCLUDE -Recruitment  INITIATIVES

-Selection           "                 

-Induction          "

-Orientation       "

-Training           "

-Developement   "

-Compensation       "

-Salary  administration      "

-Payroll  Administration     " -Performance  Appraisal   "

-Performance  Management       "

-Industrial  Relations                "

-Counselling                          " -Promotions                    "

-Terminations                 "

-Transfers                         "

-Staff  amenities.              "

etc.

=========================================

THESE  SUCCESSFUL

FACTORS  HELP   TO  DEVELOP/SUPPORT  HR INITIATIVES

-visible  support  from top  management

-responsibility  for  initatives   owned  by  line  management

-simple and  tailored programs unique to  the  organization

-flexible  and  linked  to  company  business plan

-evolved  from a  thorough   HR review  process

-based  on  objective assessment of  current  programs

-incorporate  managers'   inputs

-part  of  broad  HRM  development efforts

-emphasize  on  ORGANIZATION  DEVELOPMENT   and  follow  up.

==============================================

======================================================

AUDITING THE HR FUNCTION    

Like any other function, the performance and contribution of HR should be audited

for   the  recent  period [ 12  months ]. The questions to which answers should be obtained are:

1.   What strategic contribution is being made by HR to the achievement of business/corporate objectives?

2.   To what extent are there well?articulated and agreed HR strategies which a aligned to the business strategy and which are integrated with one another?

3.   What role does HR currently play? Is this role appropriate in the context of ti organization?

4.   To what extent has the responsibility for R Hissues been devolved to lil management?

5.   How well does HR reconcile the need for devolution with the need to ensul that organizational, ethical and legal obligations and requirements are being mf consistently?

6.   What evidence exists that HR is being innovative in a practical and business?" way, based on an analysis of the business and people needs of the organizatiol and benchmarking?

7.   How well is HR performing by reference to quantitative measures such as added value per employee, absenteeism and attrition?

8.   How well is HR performing in terms of service delivery in fields such as recruitment, training, reward management, health and safety, the management of equal opportunity and diversity, advice on employment law and legal obligations, the provision of employee assistance programmes and the maintenance and use of personnel information systems?

9.   To what extent does HR express proper concern for ethical considerations, the interests of all stakeholders(employees as well as management), enhancing the quality of working life and achieving a satisfactory work/life balance?

10.   What ' contribution has HR made to the improvement of the employee relations climate?

11.   How well is HR regarded by its customers ? management, line managers, employees generally, employee representatives, as measured by formal assessments or opinion surveys?

12.   Is the HR function well?organized and properly staffed with qualified professionals who are actively concerned with continuous professional development?

=================================================

HR  INITIATIVES    QUESTIONNAIRE   

Before you design your survey  questionnaire,

you  need  to  set  out  the  reasons/ outcome / objectives of the  survey.

*what  is  important  to  the  employees/employers

*what  is  important / relevant  to the  employers/employees

*what  do employees  want  or need in terms  of  programs/services

*how  these  can be  provided  most effectively

*what  areas  need  improvement

*what  are organization's   perceived strengths / weaknesses

*where  should the  resources  be directed

etc.

========================================

STEP 1

BEFORE   THE   AUDITING  THE  HR  INITIATIVES

-discuss the values/ beliefs  of  selected senior management/CEO  of   HR  department.

-discuss  the  expectations from HR department -short/medium/longterm.

-discuss  with  CEO, the organization's  corporate objectives/strategies  and  how  HR  can contribute to  the  corporate objectives.

-discuss / seek  concensus  on  organization structure / management  process.

-discuss  the  current  organization  culture with senior management.

-discuss  with CEO/senior management  the  core activities/competences  and  business drivers  of  the  organization.

===========================================================

STEP  2 Please   REVIEW   the  HR  DEPARTMENT  , as  listed  below.

Pick  eyes  out  of  it ,  as  per  your  need,  based  on  your

discussion /  audit  results. HR department  OBJECTIVES. HR  DEPARTMENT STRATEGIES Human Resources Functional  REVIEWS/ CURRENT PRACTICES/ INITIATIVES.

1.0 Recruitment and Selection

-----------------------------------

2.0 Planning

------------------------------------------------

3.0 Staff Development

-------------------------------------------------

4.0 Performance Management

-------------------------------------------

5.0 Employee Relations

--------------------------------------------

6.0 Position Classification

----------------------------------------------------

7.0 Remuneration

----------------------------------------------------------------------------------------

8.0 Safety and Health

----------------------------------------------------------

9.0 Equity and Diversity

------------------------------------------------------------------

10.Human Resource Information Systems

-------------------------------------------------------------

11.Personnel and Payroll Services

----------------------------------------------------------------

12. Organisational and Staff Development Services

--------------------------------------------------------------

13. Personnel Systems

------------------------------------------------------------

14. Superannuation & Salary Packaging

---------------------------------------------------------------

15. General s

What do you think your work area does best in terms of its human resources management?

What do you see as the major human resource problem areas in your work area  and what is being done to address them?

------------------------------------------------------------------------------

ETC  ETC =======================================================

SURVEY

WHEN  YOU  PLAN  YOUR INITIATIVES  IN  ANY  OF   THE ''ABOVE''  LISTED   AREAS  CURRENTLY.

DO  YOU 1. Constantly strive  to find out more information about ......................         

DO  YOU 2 Makes decisions which are lower risk and higher return ..............          

DO  YOU 3 Set, achieve and exceed their own high standards .....................         

DO  YOU 4 Influence  and negotiate  effectively with others inside and outside the organisation          

DO  YOU 5 Create  a climate where people feel free to speak out  on the initiative.        

DO  YOU 6 Always look  to find out about  employees.managers needs, best practice, opportunities, challenges and trends        DO  YOU  7  drive and passion to do whatever it takes to execute objectives          

DO  YOU  8 Drive  to measure and continually improve against targets          

DO  YOU 9 Plan how to win support and gain others confidence and plans how to overcome objections          

DO  YOU  10 Build  knowledge and skills of staff to meet present and future needs          

DO  YOU 11 Gather information from a wide variety of internal and external sources          

DO  YOU 12 Refuse  to accept that something cannot be done          

DO  YOU 13 Inspire and build confidence in others          

DO  YOU 14 Implements ideas and plans quickly against competing priorities          

DO  YOU 15 Create  a positive climate for implementation          

DO  YOU 16 Deal  with complex information and identifies patterns, trends and causal relationships          

DO  YOU 17 Take  responsibility and accountability and makes sure it will happen          

DO  YOU 18 Engage in challenging business situations, giving others the ability and confidence to do the same          

DO  YOU 19 Make  the tough decisions, airs disagreements and inspires others to follow their lead          

DO  YOU 20 Take  personal responsibility for nurturing the project          

DO  YOU 21 Perceive  root cause rather than focusing on symptom  or firefighting          

DO  YOU 22 Tackle issues before they have a negative effect on the plan/objectives/business          

DO  YOU 23 Creates a climate where success is celebrated and people are motivated to give their all          

DO  YOU 24 Able to build trust and demonstrates that they value openness          

DO  YOU 25 Show  real desire and drive to work successfully with others          

DO  YOU 26 Can view a situation or problem from multiple perspectives          

DO  YOU 27 Focus others on the key deliverables          

DO  YOU 28 Makes and defends tough decisions when required          

DO  YOU 29 Understands the perspective of colleagues and other key stakeholders perspective          

DO  YOU  30 Facilitate  teamwork both in their own area and across the wider organisation          

DO  YOU 31 Able to develop alternative solutions to organisational  needs          

DO  YOU  32 Hold    accountable for their actions          

DO  YOU 33 Communicate  the message with clarity, impact and passion          

DO  YOU  34 Expresse views openly and honestly and encourage others to do so          

DO  YOU 35 Value  and utilise  the different skills, experience and expertise of their colleagues          

DO  YOU  36 Able to explore and anticipate the future by visualising strategic options          

DO  YOU  37 Never satisfied with existing levels of performance         

=====================================================

SAMPLE  OF HR  INITIATIVES

-Special Education Reimbursement Program -Continual Employee Survey -Tenure Recognition Program -operational  Management Conferences -video  based Orientation Program -self  Training Initiative -implementing Workplace Issues Committee -loyalty program  to manager  attrition

-reward  based referral   schemes

-buying  out  notice  period

-fulfillment  time  for  recruitment --6  weeks  maximum -Enhance opportunities for constructive re-employment for competent, experienced staff displaced by either budget cutbacks or work redesign -support program  for  employees affected by layoff -Maintain morale and productivity of staff who remain.

======#======================================

##########################################################

HR  INITIATIVES

THE  OBJECTIVE  IS

-reaching the highest possible levels of employee satisfaction/ improving  performance/ bettering  results.

EXAMPLES.

Education Reimbursement Program THE  COMPANY   is committed to helping its employees develop and grow. This program provides the opportunity for employees to take the initiative to improve their job performance, prepare for future roles at THE  COMPANY and accomplish general self-improvement. Employee SurveyS

Various methods of employee opinion gathering are invaluable tools as THE COMPANY  continues its relentless drive to improve the workplace. By actively seeking out the current levels of employee satisfaction, THE COMPANY  can formulate strategies to remedy or improve our working environment. Feedback gathered through focus groups, surveys and meetings has already precipitated a variety of improvements and will continue to be a catalyst for change.

============================================================

Here  are   the  collection  of  questions.

===========================================

1.WORK CONDITIONS- frequency  of  tasks  per  day.

high frequency / medium / low

what  needs  to be  done  to  cope.

----------------------------------------------------------------

2.WORK CONDITIONS-ergonomic  problem with the  tasks

high / medium / low

what needs  to  be  done  to cope.

------------------------------------------------------------------

3.WORK CONDITIONS - average  no. of  tasks performed  per day.

5  or  4  or  3 or 2  or  1

what  needs  to be  done  to  improve.

-----------------------------------------------------------------------

4.WORK CONDITIONS - change  in  tasks in  a   day

high / medium / low

what   can be  done  to  improve  the status

---------------------------------------------------------------------------

5.JOB   SATISFACTION  AT  THE  WORKPLACE

very  satisfied/satisfied / somewhat  satisfied / not  satisfied/  very  dissatisfied.

what   can be  done  to  improve  the status.

----------------------------------------------------------------------------

6.JOB  SECURITY   AT  WORKPLACE

excellent / good /average /fair /poor

what  needs  to  be  done

-----------------------------------------------------------------

7.UNDESIRABLE   WORK  CHANGES

high / medium / low

what  needs  to  be  done.

-------------------------------------------------------------------

8.JOB PROMOTION PROGRAM

excellent / good /average /fair /poor

what  needs  to be done.

---------------------------------------------------------------------

9.QUALITY  OF  WORKING  - REPETITIVENESS

high/ medium/ low

what  needs  to  be  done.

----------------------------------------------------------------------

10.QUALITY  OF  WORKING  - SKILL  DEVELOPMENT

excellent / good / average/fair/ poor

what  needs  to  be  done.

----------------------------------------------------------------------

11.QUALITY  OF  WORKING  - SKILL UTILIZATION

high/ medium/ low

what  needs  to  be  done.

-----------------------------------------------------------------------------------

12.TIME   PRESSURE  AT  THE  WORKPLACE

fast   work / medium pace /low pace

what needs to  be  done

-------------------------------------------------------------

13.CONFLICTING   DEMAND  AT  THE  WORKPLACE

often / sometimes/ never

what  should be  done.

-----------------------------------------------------------------

14.INTERRUPTIONS   AT  THE  WORKPLACE

often / sometimes/ never

what  should be  done.

-----------------------------------------------------------------

15. DISTURBANCES   AT  THE  WORKPLACE

often / sometimes/ never

what  should be  done.

-----------------------------------------------------------------

16.WORKING  LONGER  ON  ASSIGNMENTS

often / sometimes/ never

what  can help  you.

---------------------------------------------------------------------

17.PSYCHOLOGICAL  JOB  DEMAND  AT  THE WORKPLACE.

excess / medium / low

what  needs  to  be  done.

---------------------------------------------------------------------------------

18.PSYCHOLOGICAL  JOB  CONTROL   AT  THE WORKPLACE.

excess / medium / low

what  needs  to  be  done.

---------------------------------------------------------------------------------

19.JOB   STRAIN  AT  THE  WORKPLACE

very high/high / average / fair / low

what  can  be done  to  improve.

---------------------------------------------------------------------------------

20. WORK  EFFORT

very demanding/ demanding/average / fair /low

what  can  help  you to manage this better.

--------------------------------------------------------------------

21. WORK   REWARD

excellent / good / adequate / poor / very  poor

what is  needed  for improvement

------------------------------------------------------

22. SUPERVISOR / MANAGER  SUPPORT

very  helpful / helpful / average  / fair / poor

what is  required  to  be done

-------------------------------------------------------------

23. CO--WORKERS   SUPPORT

very  helpful / helpful / average  / fair / poor

what is  required  to  be done

-------------------------------------------------------------

24.PROBLEM SOLVING   AT  THE  WORKPLACE

excellent  support /  medium support / poor  support

what  action  is  needed.

--------------------------------------------------------------------

25.GENERAL  HEALTH  CONDITIONS  AT  THE  WORKPLACE.

excellent /  good/   average / fair / poor.

what  action  is  needed.

-----------------------------------------------------------------

26. WORK  RELATED  INJURIES

heavy / medium / low

what  action  is  needed.

-------------------------------------------------------------

27. BARRIERS  TO  REPORTING  WORK  RELATED  INJURIES/ ILLNESSES.

no  barriers/  some  barriers /  many  barriers.

what  action  is  needed.

-------------------------------------------------------------------  

28.WORKERS   COMPENSATION  PAYMENT.

excellent /  good/   average / fair / poor.

what  action  is  needed.

--------------------------------------------------------------------

======================================

IN  THE  FOLLOWING   AREAS,

-what  initiatives  are  in practice  now.

-what  other  initiatives  are  needed, in  your  opinion.

-----------------------------------------------------------------------------

1. Family-Friendly Initiatives

2. Child Care

3. Elder Care

4. Adoption

5. Family Leave

6. New Mothers

7. Family Education Expenses

8. Employee Assistance Programs

9. Personal Problems

10. Financial, Mental, Health, and Chemical Dependency

11. Work-friendly Programs

12. Flexibility in Work Hours

13. Telecommuting or working at home

14. Zero Tolerance Harassment(including race, color, sex, etc.)

15. Disability and Religious Accommodation

16. Anti-harassment Training, Prevention, and Procedures

17. Pay Equity Evaluations and Adjustments

18. Employee Satisfaction Survey

19. Disability Strategy

20. Retirement Planning Program

21. Reduced schedules

22. Family leave for childbirth or adoption

23. Job sharing

24. Leave for school/childcare functions

25. Childcare near or at worksite                                                                                                                                        

26. On-site summer camp

27. Workshops or seminars for quality, balance, and work-life issues

28. Diversity training

29. Manager/supervisor work-life appraisals

30. Career counseling programs

31. Wellness programs for employees and their families

32. individual retirement plan

=====================================  

BEFORE  YOU  GO  INTO   DEVELOPING   HR  STRATEGIES,

YOU  SHOULD  REVIEW ,

-company  vision  statement.

-company  mission  statement.

-company  objectives

-company  strategies

THEN  YOU  SHOULD  ALIGN   THE  HR  STRATEGIES

WITH  THE  COMPANY  OBJECTIVES/  STRATEGIES.

WHILE  DEVELOPING  FUTURE  HRM  STRATEGIES,  CONSIDER

THE  FOLLOWING

1.Goals  A firm’s goals should reflect its strategy and highlight the few unique circumstances that will affect its future most deeply.

2.Competitive Differentiation  .In a competitive marketplace, winning requires that a business serve some set of customer needs better than its competitors.  Differentiation is what gives a firm its competitive edge.  

3.Customer Strategy  .  the adage that no two customers are exactly alike is especially apt. A firm’s competitive differentiation depends on its ability to fully meet the specific business and individual needs of certain customers. This makes the question “Who are our target clients?” both critical and complex.

4.Geographic Strategy  .The strategic decisions surrounding a  firm’s target clients are bound up in issues of geographic strategy as well as customer differentiation

5.Client Value Proposition  .The true value proposition to the  co's  client is all-inclusive, encompassing both the comprehensive service they  provide and the process with which they  provide it. In addition, because it is the entire experience of working with a  finance  co. that matters to the client, the  finance  co. firm’s value proposition has a personal element as well. This personal value element is critical to the person using  the  financial   service.  

6. Business Line Strategy  . One aspect of value proposition is identifying the lines of business in which  the     company  engages .

7.Service Strategy  .When clients purchase a  service , it includes a certain level of attention as well as a particular kind of capability from the firm. 8.Pricing Strategy  .How the  firms price their services is a critical strategic issue for two reasons: it helps define the client value proposition(value at a price), and it drives the firm’s economics.

IF   THE  COMPANY  OBJECTIVES  WERE  THEN,

"EXPAND our customer base and enhance the franchise by pursuing multimedia opportunities. DELIVER an award-winning level of journalistic excellence, building public interest, trust and pride. PROVIDE vigorous community leadership and support. INSTILL an environment of internal and external excellence in customer service. EMPOWER and recognize each employee's unique contribution. ACHIEVE the highest standards of quality. IMPROVE financial strength and profitability."

HUMAN RESOURCES  OBJECTIVES / STRATEGY

A Recruitment and Retention HR Strategic objective: To recruit and retain  staff of  quality and high quality support staff HR  STRATEGY

-to  develop  a  competency  based  recruitment /  selection  system.

DEVELOP   AN   ACTION PLAN.

---------------------------------------------------------

B Reward and Recognition HR  STRATEGIC OBJECTIVE: To reward staff appropriately and selectively to aid recruitment and retention

HR  STRATEGY

-to develop  a  system  to  pay  market  oriented/ pay for  performance  system. DEVELOP   AN   ACTION PLAN.

---------------------------------------------------------------

C Training, Learning and Development HR  STRATEGIC OBJECTIVE: To enable all staff to reach full potential for the benefit of the COMPANY  and their own development HR  STRATEGY

-to  provide  all  employees  a  minimum of   4  days  training  annually.

DEVELOP   AN   ACTION PLAN.

-------------------------------------------------------------------------

D Equality, Diversity and Culture HR  Strategic objective: To value and recognise the diversity of the company  staff; and to attract a more diverse intake wherever possible

HR  STRATEGY

-to install  a  program  to  educate  the  employees  the  benefits

of  diversity  to  the  organization  and  to  the employees. DEVELOP   AN   ACTION PLAN.

--------------------------------------------------------------------------

E Action to tackle poor performance

HR  STRATEGIC  OBJECTIVE: TO  ESTABLISH  A  SYSTEM TO  MANAGE

THE  POOR PERFORMANCE  STAFF.

HR  STRATEGY

-to develop  and  implement  the  performance  management  system,

which  will  include  1]  annual  appraisal  system 2] individual  development  plan.

DEVELOP   AN   ACTION PLAN.

----------------------------------------------------------------------

F Staffing needs HR  STRATEGIC  OBJECTIVE: TO  ESTABLISH  A  SYSTEM  TO IDENTIFY  THE  STAFFING  NEEDS FOR THE SHORT/LONG TERM NEEDS.

HR  STRATEGY

-to  conduct  an   HR  audit.

-to  develop   an   HR  PLANNING/  MANPOWER  PLANNING.

DEVELOP   AN   ACTION PLAN.

===================================================

##############################################################  
Dayle
 
Posts: 43
Joined: Thu Mar 27, 2014 4:56 am


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